BABOK Study Group - meeting 2

BABOK
Study
Group
Meeting 2. Enterprise Analysis
1/4/2016 1http://zubkiewicz.com

Agenda
Chapter 5. Enterprise Analysis
Techniques:
• 9.2 Benchmarking
• 9.8 Decision analysis
• 9.12 Functional decomposition
• 9.16 Metrics and KPIs
• 9.24 Risk Analysis
• 9.25 Root Cause Analysis
• 9.27 Scope modeling
• 9.32 SWOT Analysis
http://zubkiewicz.comPaweł Zubkiewicz 2

BABOK – Knowledge Areas &
Tasks
http://zubkiewicz.comPaweł Zubkiewicz
Source: www.projerra.ca
5.4 Define
Solution Scope
3
The sun icon marks tasks from which business
analysis usually starts.

5 – Enterprise Analysis

Task Name Inputs Elements Techniques Stakeholders Outputs
5.1 Define Business
Need
Identify and define why
a change to
organizational systems
or capabilities is
required.
Business Goals and
Objectives
Requirements [Stated]
Implicit Input:
BA plan(s) (2.3)
1. Business Goals and
Objectives (+SMART)
2. Business Problem or
Opportunity
3. Desired Outcome
General:
Benchmarking (9.2)
Brainstorming (9.3)
Business Rules Analysis(9.4)
Focus Groups (9.11)
Functional Decomposition (9.12)
Root Cause Analysis (9.25)
Customer or Supplier
Domain SME
End User
Implementation SME
Regulator
Sponsor
Business Need
Implicit Output:
BA perf metrics
5.2 Asses Capability
Gaps
To identify new
capabilities required by
the enterprise to meet
the business need
Business Need (5.1)
Enterprise Architecture
Solution Performance
Assessment
Implicit Input:
BA plan(s) (2.3)
1. Current Capability
Analysis
2. Assessment of New
Capability
Requirements
3. Assumptions
General:
Document Analysis (9.9)
SWOT Analysis (9.32)
Customer
Supplier
Domain SME
End User
Implementation SME
Sponsor
Required Capabilities
(5.2)
Implicit Output:
BA perf metrics
5.3 Determine
Solution Approach
To determine the most
viable solution
approach to meet the
business need in
enough detail to allow
for definition of solution
scope and prepare the
business case.
Business Need (5.1)
OPAs – Org. process
Assets
Required Capabilities(5.2)
Implicit Input:
BA plan(s) (2.3)
1. Alternative Generation
2. Assumption and
Constraints
3. Ranking and Selection
of Approaches
General:
Benchmarking (9.2)
Brainstorming (9.3)
Decision Analysis (9.8)
Estimation (9.10)
Other:
Feasibility Analysis
Customer
Domain SME
End user
Supplier
Implementation SME
Sponsor
Solution Approach (5.3)
Implicit Output:
BA perf metrics
5.4 Define Solution
Scope
To define which new
capabilities a project or
iteration will deliver.
Business Need (5.1)
Required Capabilities (5.2)
Solution Approach (5.3)
Assumptions and
Constrains (6.4)
Implicit Input:
BA plan(s) (2.3)
1. Solution Scope
Definition
2. Implementation
Approach
3. Dependencies
General:
Functional Decomposition (9.12)
Interface Analysis (9.13)
Scope Modeling (9.27)
User Stories (9.33)
Other:
Problem or Vision Statement
Domain SME
Implementation SME
Project Manger
Sponsor
Solution Scope (5.4)
Implicit Output:
BA perf metrics
5.5 Define Business
Case
To determine if an
organization can justify
the investment required
to deliver a proposed
solution.
Business Need (5.1)
Solution Scope (5.4)
Assumptions and
Constrains (6.4)
Stakeholder Concerns (3.3)
Implicit Input:
BA plan(s) (2.3)
1. Benefits
2. Costs
3. (initial) Risk
Assessment
4. Results Measurement
General:
Decision Analysis (9.8)
Estimation (9.10)
Metrics and Key Performance Indicators
(9.16)
Risk Analysis (9.24)
Vendor Assessment (9.34)
Sponsor
Domain SME
Implementation SME
Project Manger
Business Case (5.5)
Implicit Output:
BA perf metrics
5 – Enterprise Analysis

5.1 Business Need
New business needs can be
generated in several different ways:
• From the top down − the need to
achieve a strategic goal
• From the bottom up − a problem
with the current state of a process,
function or system
• From middle management − a
manager needs additional information
to make sound decisions or must
perform additional functions to meet
business objectives
• From external drivers − driven by
customer demand or business
competition in the marketplace
Elements:
• Business Goal vs. Objective
• Business Problem or
Opportunity
• Desired outcome

5.2 Assess Capability Gaps
What is a capability?
Capability - A function of an organization that
enables it to achieve a business goal or
objective.
A business capability is a particular ability or capacity
that a business may possess or exchange to achieve a
specific purpose or outcome. A capability describes
what the business does (outcomes and service levels)
that creates value for customers; for example, pay
employee or ship product. A business capability
abstracts and encapsulates the people,
process/procedures, technology, and information into
the essential building blocks needed to facilitate
performance improvement and redesign analysis.
Source: A Business-Oriented Foundation for Service Orientation, Microsoft
http://zubkiewicz.com 7Paweł Zubkiewicz

5.2 Assess Capability Gaps
Change may be needed to any
component of the enterprise,
including (but not limited to):
• business processes,
• functions,
• lines of business,
• organization structures,
• staff competencies,
• knowledge and skills,
• training,
• facilities, desktop tools,
• organization locations,
• data and information,
• application systems and/or
technology infrastructure.
http://zubkiewicz.com 8
Elements:
• Current Capability
Analysis
• Assessment of New
Capability Requirements
• Assumptions
Paweł Zubkiewicz

5.3 Determine Solution Approach
Some possible approaches
include:
• Utilize additional capabilities of
existing software/hardware that
already is available within the
organization
• Purchase or lease
software/hardware from a
supplier
• Design and develop custom
software
• Add resources to the business
or make organizational
changes
• Change the business
procedures/processes
Solution approach:
• High level description or
picture of the solution
idea used to help the
stakeholders envision the
change.
• It describes the general
direction of the solution.

Feasibility analysis (5.3.5)
• Deliverable: feasibility study
• Is a way to assess options
• We look at each option from
different perspectives such
as technological,
operational, schedule, and
financial, and decide if it is
possible given our
environment and
constrains.
Elements:
• Alternative Generation
• Assumptions and
Constraints (5.3.4.2)
• Ranking and Selection of
Approaches
Technique:
• feasibility analysis

Source:modernanalyst.com

5.4 Define Solution Scope
Domain scope
Solution / Product
scope
Project scope
Scope of BA Work
•Area undergoing
analysis
•Capabilities needed to
meet a business need
•Work needed to
implement the solution
•BA work needed to
support the project

Domain scope
Solution / Product
scope
Project scope
Scope of BA Work
•Area undergoing
analysis
•Capabilities needed to
meet a business need
•Work needed to
implement the solution
•BA work needed to
support the project
Solution Scope
The set of capabilities a solution
must deliver in order to meet the
business need. See also scope.
Product Scope
The features and functions that
characterize a product, service or
result.
Solution
A solution meets a business need
by resolving a problem or allowing
an organization to take advantage
of an opportunity.
Product
A solution or component of a
solution that is the result of a
project.

Technique: Problem or
Vision Statement
A problem or vision statement states the
business need, identifies key stakeholders, and
briefly describes the positive impact that meeting
the business need will have on those
stakeholders.
Elements:
• Solution Scope Definition
• Implementation Approach
• Dependencies

5.5 Define Business Case
The business case describes the
justification for the project in terms
of the value to be added to the
business as a result of the
deployed solution, as compared
to the cost to develop and operate
the solution.
Elements
• Benefits
• Costs
• (initial) Risk assessment
• Results Measurement
Can be simple
statement
If we fix this problem we will save 10 000 USD per
year
Or complex
analysis
Lots of tangible and intangible benefits & costs,
and risks

For the exam!
• At the end of Enterprise Analysis we have deliverables:
o Solution approach (is not a Business requirement)
o Business requirements
• Business need
• Required capabilities
• Solution scope
• Business case

Q&A
• Questions about tasks?
1/4/2016Paweł Zubkiewicz 17

Techniques

9.2 Benchmarking
Technique
Description
Elements Advantages Disadvantages
Usage Purpose
9.2
Benchmarkin
g
Benchmark
studies are
performed to
compare the
strengths and
weaknesses of
an
organization
against its
peers and
competitors.
• Identify the area to be
studied
• Identify organizations
that are leaders in the
sector
• Conduct a survey of
selected organizations
to understand their
practices
• Arrange for visits to
best-in-class
organizations
• Develop a project
proposal to implement
the best practices
Benchmarking
provides
organizations
with information
about new and
different
methods, ideas,
and tools to
improve
organizational
performance.
Benchmarking is time
consuming. In addition,
organizations may not have
the expertise to conduct the
analysis and acquire or
interpret useful competitive
information.
benchmarking cannot
produce innovative
solutions or solutions that
will produce a sustainable
competitive advantage
because it “copies” others
5.1 Define Business
Need
Understanding what competing
organizations and peers are doing
allows the organization to remain at a
comparable level of service or
identify opportunities to increase
efficiency.
5.3 Determine Solution
Approach
Identify solution approaches that
have proven effective in other
organizations.

9.8 Decision analysis
Technique
Description
Elements Advantages Disadvantage
s Usage Purpose
9.8 Decision
Analysis
To support
decision-making
when dealing with
complex, difficult, or
uncertain situations
1) Outcomes:
Financial
Analysis; Non-
Financial
Outcomes
2) Uncertainty
3) Trade-offs
Decision trees
Decision analysis
provides an
effective technique
to determine the
expected value of
an alternative
scenario to the
organization.
Using consistent
financial
justification
techniques in all
business cases
provides decision
makers with
quantitative
measures upon
which to make
project investment
decisions.
Decision analysis
may force
stakeholders to
honestly assess
the importance
they place on
different
alternatives.
Decision
analysis requires
specialized
knowledge and
skills, including
mathematical
knowledge, an
understanding of
probability, and
similar concepts.
The results of
decision
analysis may be
treated as more
certain than they
actually are, if
decision-makers
do not
understand the
limitations of the
model and the
assumptions
behind it.
Decision-makers
may be reluctant
to revisit
decisions, even
when more
information is
available on
areas of
uncertainty that
might change
the optimal
decision.
2.1 Plan BA Approach
May be used to rate available
methodologies against the
organizational needs and objectives.
2.5 Plan Requirements
Management Process
Can be used to assess the possible
value delivered by a change and
assess areas of uncertainty.
Rank and select possible solution
approaches.
5.5 Define Business Case
Cost-benefit analysis compares the
costs of implementing a solution
against the benefits to be gained.
Financial analysis includes the use of
financial models that estimate the
market value of an organizational
asset
6.1 Prioritize Requirements
Decision analysis may be used to
identify high-value requirements.
7.1 Assess Proposed Solution
Decision analysis methods directly
support the assessment and ranking
of solution options.
7.2 Allocate Requirements
Can be used to estimate the value
associated with different allocation
decisions and optimize those
decisions
7.6 Evaluate Solution Performance
A cost/benefit analysis is typically
used to determine the financial
impact of the solution on the
organization. While critical, it is
important to ensure that non-financial
costs (including opportunity cost) and
benefits are evaluated.
Definitions:
• Return on investment
(ROI)
• Discounted Cash Flow
• Net Present Value
(NPV)
• Internal Rate of
Returns (IRR)
• Payback period

9.12 Functional decomposition
Technique
Description
Usage Purpose
9.12 Functional
Decomposition
To decompose
processes,
functional areas,
or deliverables
into their
component parts
and allow each
part to be
analyzed
independently.
Similar to
WBS
Creates a
conceptual
model of the
work that needs
to be completed
to deliver the
new business
solution.
Provides all
stakeholders
with a
consistent view
of the scope of
the effort.
Assists
estimating in
that estimates
can be made for
smaller, and
therefore more
readily
understandable,
subsets of the
whole.
There is no way
to be certain that
all components
have been
captured.
Decomposing a
problem without
fully
understanding the
relationship
between pieces
of the problem
may create an
inappropriate
structure that
impedes analysis.
2.3 Plan Business
Analysis Activities
Decomposition of the tasks in a
project or product can facilitate
understanding of work and ease
estimation tasks
5.1 Define Business Need
Convert business goals into
achievable objectives and
measures
To understand the scope of
work and to break the solution
scope into smaller work
products or deliverables
6.2 Organize
Requirements
Breaks down an organizational
unit, product scope, or similar
into its component parts. Each
part can have its own set of
requirements
6.3 Specify & Model
Requirements
7.2 Allocate Requirements
Can be used to break down
solution scope into smaller
components for allocation

9.16 Metrics and KPIs
Technique
Description
Elements Advantages Disadvantages Usage Purpose
9.16 Metrics
and KPIs
The purpose of
metrics and key
performance
indicators are to
measure the
performance of
solutions,
solution
components, and
other matters of
interest to
stakeholders.
1) Indicators
2) Metrics
3) Structure
4) Reporting
Establishing a
monitoring and
evaluation
system allows
stakeholders to
understand the
extent to which
a solution meets
an objective,
and how
effective the
inputs and
activities of
developing the
solution (output)
were.
Indicators,
metrics and
reporting also
facilitate
organizational
alignment,
linking goals to
objectives,
supporting
solutions,
underlying
tasks, and
resources.
Gathering excessive
amounts of data beyond
what is needed -> too
much analyzing and
reporting
A bureaucratic metrics
program fails from
collecting too much data
and not generating
useful reports that will
allow timely responsive
action.
When metrics are used
to assess performance,
the individuals being
measured are likely to
act to increase their
performance on those
metrics, even if this
causes suboptimal
performance on other
activities.
2.6 Manage
Business Analysis
Performance
Can be used to determine what
metrics are appropriate for
assessing business analysis
performance and how they may
be tracked.
5.5 Define Business
Case
Assessed to support benefit
management, measurement
and reporting, including where
realignment of internal
measures or systems is needed
to ensure that the behaviors we
are seeking can be seen,
evaluated, and realized.
6.3 Specify & Model
Requirements
6.5 Validate
Requirements

9.24 Risk Analysis
Technique
Description
Usage Purpose
9.24 Risk
Analysis
To identify and
manage areas of
uncertainty that
can impact an
initiative,
solution, or
organization.
May be positive
or negative
1) Risk Tolerance:
 Risk Aversion
 Neutrality
 Risk seeking
2) Assessment
3) Response (for
negative risk):
 Acceptance
 Transfer
 Avoidance
 Mitigation
(For positive risk):
 Acceptance
 Share
 Enhance
 Exploit
Enables an
organization
to prepare
for some-
things that
will not go
as planned
Number of
possible risks
can become
unmanageably
large
May be difficult to
estimate impact
of risk
2.2 Conduct
Stakeholder Analysis
To identify risks may result from
stakeholder attitudes, or
inability to participate.
2.3 Plan BA Activities
To assess the risks associated
with different approaches.
2.5 Plan Req Mgmt
Process
To identify risks associated with
the req mgmt process and risks
associated with making or
choosing not to make the
change.
5.5 Define Business
Case
To assess the risks, costs, and
benefits associated with the
solution
6.1 Prioritize
Requirements
To understand that the risk
associated with a requirement
can influence the order in which
they are developed.
6.4 Define Assumptions
& Constraints
To assess the risk should an
assumption prove to be false or
a constraint is removed.
6.6 Validate
Requirements
To identify scenarios that would
alter the expected value
delivered by a requirement
7.3 Assess Org
Readiness
To assess risks and determine
mitigation strategies

9.25 Root Cause Analysis
Technique
Description
Usage Purpose
9.25 Root Cause
Analysis
A structured
examination to
deter-mine the
underlying source
of a problem.
Current business
thinking and
processes are
challenged
• Fishbone
(Ishikawa,
Cause &
Effect)
• Five Whys
A structured
method to
identify the root
causes, ensuring
complete
understand-ing
Works best
when facilitated
by someone
with formal
training.
Facilitator must
remain objective
2.6 Manage Business Analysis
Performance
To identify the underlying source
of delivery problem.
5.1 Define Business Need
To determine the underlying
source of problem.
7.5 Validate Solution
To ensure that the underlying
cause of the defect
Fishbone


9.27 Scope modeling
Technique
Description
Elements Advantages Disadvantage
s
Usage Purpose
9.27 Scope
Modeling
To describe the
scope of analysis
or the scope of a
solution
• Context
diagram
• Events
• Features
• Use Case
Diagram
• Business
Process
Will make it
easier to
determine what
is in/out of scope
Leaves much
of the de-tailed
scope needing
2.2 Conduct Stakeholder
Analysis
To identify key stakeholders
To identify boundaries for the
solution scope
6.2 Organize Requirements
To group requirements according
to the solution component that
they are associated with

9.32 SWOT Analysis
Technique
Description
Usage Purpose
9.32 SWOT
Analysis
to quickly analyze
various aspects of
the current state
of the business
process
undergoing
change
1. Draw a grid
SWOT
2. Conduct
brainstorm and
fill the grid
3. Facilitate
discussion to
analyze results
4. After validation
of a problem
define
strategies for
each cell
helps quickly
analyze various
aspects of the
current state of
the organization
and its
environment
prior to
identifying
potential solution
options.
SWOT analysis is a
very high-level
view; more detailed
analysis is almost
always needed.
5.2 Assess Capability
Gaps
Identify how current capabilities
and limitations (Strengths and
Weaknesses) match up against
the influencing factors
(Opportunities and Threats)
5.3 Determine
Solution Approach
Useful method of comparing
possible approaches
5.5 Define Business
Case
Demonstrate how the solution will
help the organization maximize
strengths and minimize
weaknesses
7.3 Assess
Organizational
Readiness
Used to assess strategies
developed to respond to identified
issues.

BMM
Business Motivation Model
Version 1.1
By OMG
Release Date: May 2010

Not on the exam!
• BMM is not a part of BABOK Guide and you will not be
asked any questions about it on the exams. However, I
mention it here as it can be very useful during Enterprise
Analysis.
• You can also use ArchiMate 2 language. For more
information about ArchiMate please visit my blog
http://zubkiewicz.com/tag/archimate/
Anyway, I encourage you to read following slides 

BMM overview

Key concepts
• END: Describes the vision of the enterprise and the
goals and objectives derived thereof
• MEANS: Describes which means the enterprise deploys
to meet the enterprise ends (desired results)
• INFLUENCER: Describes to which influencers the
enterprise is exposed (market trends, actions of
competitors, internal IT infrastructure)
• ASSESSMENT: Assesses neutral influencers on goals
and means used; i.e. financial crisis could be a threat for
enterprise
• External information: addresses important things
covered by other standards i.e. organizational structure.

BMM metamodel

END
• Vision: We are the leading
BPM training enterprise in
Europe
• Goal: Our customers attest
that we have very high BPM
competency
• Objective: At the end of next
year, 80% of our regular
customers evaluate our BPM
competency with 9 or better
on a scale of 10

MEANS
• Mission: We offer BPM training for enterprises and
individuals in D.A.CH.
• Strategy 1: We publish in BPM area
• Strategy 2: We cooperate with an equally
renowned Swiss training enterprise in the BPM
area.
• Tactic 1: “Tim, Christian, and Andrea write the first
book on the OCEB certification.”
• Tactic 2: “Andrea creates webinars and Web
Based Training (WBT) for the OCEB certification.”
• BP: “Our ambition is always to exceed the
expectations of every customer.”
• BR: “Graphics for publications and training
presentations should be created using Visio.”

Motivation behind BMM
• Enterprises do not, or should not, act randomly. When an enterprise executes a business
process or applies a business rule, it should be able to say why.
• Business processes realize courses of action. Courses of action are undertaken to
ensure that the enterprise makes progress towards one or more of its goals (which might
include “to stay where we are, relative to our market and competitors”). Goals are defined
because people in authority in the enterprise:
o assess the effect of some influences on the enterprise,
o decide what the goals should be.
• Some of the logic of business processes may be expressed in business rules. Business
rules are derived from business policies. Business policies are defined because people in
authority in the enterprise:
o assess the effect of some influences on the enterprise,
o decide what the policies should be.
• Since much of the motivation for what an enterprise does is based on people in the
enterprise deciding what is best for it, the enterprise should be able to say who decided,
and on what assessments of what influences. And when.
• In practice, real businesses do not have complete traceability of motivation. But, as and
when they choose to move towards it, the Business Motivation Model will support it.

How to use it

Example
Source: http://www.visual-paradigm.com/product/vpuml/tutorials/bmm.jsp

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Do you have any questions?
Or maybe you just want to say "thanks"
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BABOK Study Group - meeting 2

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